【正文】 or individual materials, often paying for these materials on delivery rather than accumulating lump sums. In addition, a great deal of documentation has been stripped away. For example, traditional orders are often eliminated in favor of continuously updated delivery schedules, and billing documents may be eliminated altogether. One of the great contributions of JIT to supply chain management is to provide a clear demonstration of just how simple the basic flows can bee. 簡單訂購方式降低了複雜度 及時制 (JIT)提供許多關(guān)於供應(yīng)鏈如何改善的重要洞察力。雖然及時制主要 著重在降低存貨，但這個方法的真正精神還是在於，以系統(tǒng)化方法追求品 質(zhì)的提升，其中一個目標(biāo)就是消除任何不必要的複雜性。在供應(yīng)鏈交易的 情況中，這個哲學(xué)更須要求「訂購－貨件運(yùn)送－付款」週期 (order shipmentpayment)的改善與順暢化。取代累積大量且訂購多種物料的訂單 方式，生產(chǎn)商依個別物料下不同的訂單，經(jīng)常收料後即付款而不會積壓很 久再一次支付。此外，很多文件也不再需要。例如，傳統(tǒng)式訂單常被消 除，改用持續(xù)更新的配送排程表 (delivery schedules)，而此同時，帳款文 件 (billing documents)可能也不再需要。及時制方法論對於供應(yīng)鏈管理的一 個主要貢獻(xiàn)，就是提供一個清晰的示範(fàn)：基本流程可以是非常簡單的。 JIT Supply Programs(及時制供應(yīng)方案 ) Consistent performance reduces variability Along with reducing plexity, the JIT philosophy of quality also seeks to reduce variability in every stage of production. To this end, each operation is analyzed, refined, and rehearsed until it can be pleted both quickly and consistently. In the case of supply chains, this level of rigor not only accelerates the movement of goods, it also adds an unprecedented level of precision to deliveries. This precision allows inventories of raw materials to be reduced to a fraction of their normal levels without causing shutdowns on the line. 一致性績效表現(xiàn)可以降低變異性 除了降低複雜性外，及時制品質(zhì)哲學(xué)也尋求降低各個生產(chǎn)階段的變異性 (variability)。為達(dá)此目標(biāo)，每一項(xiàng)作業(yè)都要加以分析 (analyzed)、修正 (refined)與演練 (rehearsed)，直至該作業(yè)可以快速且一致地完成。就供應(yīng)鏈 來看，這麼嚴(yán)格的要求不僅加速貨物移動的速度，也達(dá)到前所未有的交貨 精確度。這樣的精確度使物料存貨可以降低其原有水準(zhǔn)，也不會造成「斷 線」 (shutdowns on the line)的情形。 JIT Supply Programs(及時制供應(yīng)方案 ) JIT can make supply chains fragile Of course, not every form of variability can be eliminated, and herein lies the downside of JIT: It can make supply chains so fragile that any interruption in the flow of supplies brings the entire chain to a halt. Toyota learned this in 1997 when a fire at one of its suppliers shut down Toyota39。s production lines for an entire week. The following year, strikes in two GM parts plants led to the shutdown of almost all of the pany39。s assembly plants within a matter of days. A year later, seven DaimlerChrysler plants and three GM plants were forced into halfshifts when flooding in one supplier39。s plant created a shortage of a single part. After the terrorist attacks of September 11, 2023, many plants in the United States had to be closed due to breakdowns in the transportation system. Ford, for example, shut down five North American plants due to parts shortages, many of them due to delays in bringing trucks across the Canadian border. 及時制可能會使供應(yīng)鏈更脆弱 當(dāng)然，不是所有變異性的型態(tài)都可以被消除，及時制 (JIT)的弱點(diǎn)在於：及 時制可能會讓供應(yīng)鏈變得非常脆弱，以致於當(dāng)物品供應(yīng)流程中發(fā)生任何干 擾時，整個供應(yīng)鏈會陷於停擺。 1997年，豐田公司 (Toyota)在一次發(fā)生在 其供應(yīng)商的火災(zāi)中學(xué)到教訓(xùn)，當(dāng)時讓豐田公司生產(chǎn)線不得不停工整個星 期。次年，兩個通用汽車 (GM)零件工廠的罷工事件在幾天內(nèi)幾乎使所有 公司組裝廠停擺。隨即 1年後，七個戴姆勒克萊斯勒 (DaimlerChrysler)工廠 與三個通用汽車工廠，因一個供應(yīng)商遭洪水侵襲，無法供應(yīng)某種零件而被 迫以半天班 (halfshifts)的方式生產(chǎn)。在 2023年 911恐怖攻擊事件之後，因 運(yùn)輸系統(tǒng)的癱瘓，許多美國工廠都必須停工。例如，福特汽車 (Ford)， 因零件在通過加拿大邊境時發(fā)生延遲而造成短缺，必須暫時關(guān)閉五個北美 的工廠。 JIT Supply Programs(及時制供應(yīng)方案 ) Manufacturers are now cautious about JIT Shutdowns such as these can quickly wipe out the savings associated with reduced inventory levels. For a large manufacturer, having a plant shut down can cost as much as $10,000 a minute. Given this kind of financial impact, many firms that adopted JIT wholeheartedly are now rethinking their position and taking a more conservative approach. Honda, for one, now has a policy of maintaining dual suppliers for all its raw materials. Ford, while reaffirming its mitment to its JIT program in the wake of the terrorist attacks, immediately began developing plans to stockpile engines and other key parts at some . plants. 製造商現(xiàn)在非常謹(jǐn)慎採用及時制 類此斷線停工狀況可以很快地侵蝕掉降低存貨水準(zhǔn)所帶來的效益。對大型 製造商而言，停工所帶來的損失可以高達(dá) 1分鐘 1萬美元。由於有這樣的財(cái) 務(wù)面衝擊，許多熱切全心導(dǎo)入及時制的企業(yè)，現(xiàn)在開始重新省思他們的定 位，並且採用一種較保守的對應(yīng)方式。本田汽車 (Honda)，其申一例，現(xiàn) 在採用雙供應(yīng)商政策以確保物料的供應(yīng)無虞。福特汽車雖在恐怖攻擊後仍 重申貫徹及時制，不過卻開始計(jì)劃在數(shù)個美國工廠儲備引擎與一些關(guān)鍵零 組件。 JIT Supply Programs(及時制供應(yīng)方案 ) Simplicity and consistency remain key goals Even with appropriate risk management, JIT isn39。t the right approach for every supply chain. It doesn39。t work in job shops, which do not use production lines, and it39。s not relevant to process manufacturing. Even within its natural domain, repetitive production, it39。s not a good choice for lowvolume products or for products with uncertain demand. But these are limitations, not defects。 for the right kind of production environment, JIT can lead to dramatic improvements. More important, however, is the way the JIT effort illustrates how much can be done to reduce plexity and variability in supply chains. JIT39。s emphasis on simplicity and consistency can be used to advantage at every link of the chain, regardless of whether other aspects of the technique are employed. 簡單化與一致化仍為主要目標(biāo) 即使有適當(dāng)?shù)娘L(fēng)險管理機(jī)制，及時制不見得適用於所有的供應(yīng)鏈。它並不 適合包件生產(chǎn)模式 (job shops)，這種模式是沒有生產(chǎn)線的；它也不適用於 程序型生產(chǎn)模式 (process manufacturing)。即使在其最適用的領(lǐng)域 ──重複 生產(chǎn)模式 (repetitive production)上，它也不適用於少量或不確定性高的產(chǎn) 品。但這些只是限制，不能說是缺點(diǎn)。用對生產(chǎn)環(huán)境的話，及時制可以帶 來可觀的改善。然而，更重要的是，投入及時制後所顯示大幅降低供應(yīng)鏈 複雜性與變異性所產(chǎn)生的效果。無論是否要使用及時制的其他特色，及時 制在簡單化 (simplicity)與一致化 (consistency)上之重視，即可為供應(yīng)鏈的每 個連結(jié)帶來優(yōu)勢。 Retail Replenishment Programs(零售補(bǔ)貨方 ) Retail replenishment is a tough problem The second major class of supply chain programs deals with the distribution side, and is concerned with replenishing retail inventories Historically, the link between retail stores and their immediate suppliers has been a difficult juncture in the supply chain. In the past, retail inventories were managed by independent storeowners, who often lacked sophisticated tools for forecasting